Leaders Developing Leaders

1. Leaders Developing Leaders Rosa C. Hernandez adapted from material by Garry Mc Daniel, Ed. D. of PeopleWorks.

2. Overview • What is leadership? • What leaders know and do • Situational Leadership • Practice Situational Leadership • Self-assessment & action planning

3. Leadership Competencies • Diagnosing—understanding the situation • Adapting – altering behavior and resources as needed for the situation • Communicating -- interacting in a way that is understandable and effective

4. GetResults ProvideDirection Motivate Build For The Future Four Functions of Leadership

5. Provide Direction Get Results Motivate Build for the Future

6. GetResults ProvideDirection Values Build For The Future Motivate

7. Great leaders... Have the skills & knowledge of what needs to be done & how to do it Have the wisdom, integrity & character to apply skills & knowledge in a principled manner

8. Who Leaders ARE What Leaders DO Healthy self-image Continual learner Fosters growth of others Models integrity Realistic, positive outlook Challenges hypocrisy Ethical & honest Balanced Fun Results driven Visionary Provides direction Manages change Fosters teamwork Understands business Strategic thinker Motivates others Customer focused

9. Relationship Behavior • Extent to which a leader engages in interaction • Giving support • Communicating • Listening • Facilitating interaction • Providing Feedback Leader Behaviors • Task Behavior • Extent to which a leader engages in defining • roles, telling what, when, who, where, how • Goal setting • Organizing • Setting time lines • Directing, controlling

10. Readiness & Leader Behavior • R1- Provide specific instructions & closely supervise • R2- Explain your decisions & provide opportunity for clarification • R3- Share ideas & participate in decision- making • R4- Turn over responsibility for decisions & implementation R1 – Unable & unwilling or insecure R2 – Unable but willing or confident R3 – Able but unwilling & Insecure R4 - Able Willing & Confident

11. (High) Style 2 Explain decisions & provide opportunities for clarification Style 3 Share ideas & facilitate in decision-making Selling Participating Hi Rel. Lo Task Hi Task Hi Rel. Providing Supportive Behavior Relationship Style 1 Provide specific instructions & close supervision Style 4 Turn over responsibility for decisions & implementation Lo Task Lo Rel. Hi Task Lo Rel. Delegating Telling Task (Low) Providing Directive Behavior R1 – Unable & unwilling or insecure R4 - Able Willing & Confident R2 – Unable but willing or confident R3 – Able but unwilling & Insecure Situational Leadership Model Selling Hi Task Hi Rel. Hi Task Lo Rel. Telling (High)

12. Situational Leadership: Case #1 Brad works at the Speedyville Municipal Court as a deputy court clerk. He is a good worker and gets along well with other employees and customers. The court decides to install new computers and a new case management system. The transition from the old computers to the new computers will require that case data be transferred to the new system without interrupting court business. Additionally, all employees must be trained on the new system. The new system is much faster and provides many new reports to help the court better manage the flow of cases. The reports provide monitoring information about various aspects of court procedures and standards and information about trends to assist in strategic planning. Brad is enthusiastic about the new system and volunteers to analyze the reports. However, after the system is installed, he has difficulty understanding what to do with all of the information the system provides. As a result, he gives the court administrator wrong information, resulting in her providing the council with erroneous statistics.

13. Case study #1 • Is Brad able or unable to do the job? • Is he confident & willing or unwilling & insecure? • What management style should have • been employed earlier? • What management style should be • employed now?

14. Situational Leadership: Case #2 Jenny is the Municipal Court administrator. Overall, she has a great group of employees that provide good service to their customers. Jenny feels that it is important that each employee be on time and prepared each day. Lately, one of her clerks, Mary, has begun to arrive to work 20-30 minutes late several times a week. Through other office staff, Jenny hears that Mary has problems with an elderly parent who lives with her. Unfortunately, the other staff begin to be resentful since they have to be on time every day. Jenny decides to let the problem just work itself out over time, but Mary continues to come in late a couple of times a week. Finally, Jenny has had enough, calls Mary into her office and really lets her have it. “Today is the last straw,” Jenny tells her. “If you are late again, that’s it!”

15. Case Study #2 • How would you diagnose this case in terms of • the Situational Leadership Model? • What effect did Jenny’s ‘wait and see’ approach • have on Mary? • The other staff? • Jenny’s credibility as a manager? • What should she have done? • What can she do now?

16. Situational Leadership: Case #3 Sam has worked as a file clerk in the City of Happyville’s Municipal Court for the last two years. He does an excellent job and has a great reputation among other employees. The lawyers and other court staff he works with seem to think he is quick to respond to their needs, is accurate in his data entry and filing, and displays a ‘can-do’ attitude. His performance reviews reflect his success on the job. Sam is interested in applying for a position as a senior file clerk that recently became available. Because he has done so well in his position as a junior file clerk, he is excited about the opportunity to move up. His new responsibilities would be familiar, although his role and scope of responsibilities would change. You are considering Sam for this position. In his interview, Sam is clear that he wants the job and feels he could do it well.

17. Case Study #3 • Is Sam able or unable to do his current job? • What management style should his supervisor • be utilizing with Sam now? • Is he confident and willing or unwilling and • insecure about the new position? • What management style should his supervisor • utilize with Sam if he were to be placed in the • Senior Clerk position?

18. Situational Leadership: Case #4 For the last five years, Don has worked in court administration. Because he is a long time, valued employee, he is assigned to implement a customer satisfaction program. In this role, Don is expected to identify several team members, administer a survey, tabulate the results, and then present the findings and recommendations for improvement. Don is ambivalent about this task because he does not seem to understand why it is important for the Municipal Court. As a result, he does not pay much attention to the job. He does not identify a team or prepare new surveys, which must be mailed in three weeks.

19. Case Study #4 • Does Don have the knowledge, skill & experience • for this task? • Is Don able or unable to do the job? • Is he confident and willing or unwilling & insecure? • What management style should have been • employed earlier? • What management style should be employed now?

22. Leadership Competencies Results Driven- Achieves desired results with others. Focuses on providing useful products, services or advice. Pursues goals & measures the results. Visionary- Has clear focus and direction & communicates a vision that inspires others to align & direct energy & resources to achieve that vision. Provides Direction- Works well with others to align vision with the mission & goals. Ensures that individual unit objectives, roles & responsibilities support the larger vision & eliminates activities that are counterproductive. Manages Change- Seeks out, initiates & supports needed change. Seeks opportunities for improvement & motivates others to understand the need for change, plans to implement & sustain productive change. Fosters Teamwork- Coordinates with others to form teams that can solve problems, make decisions & take actions that lead to individual & unit success. Understands the Business- Understands how the work of his/her unit supports & interrelates with the organization’s vision, mission, goals & strategy. Understands the industry or service, including factors for success, competition & expected future developments or trends. Strategic Thinker- Considers a broad range of internal & external factors when making decisions & solving problems. Identifies important strategies & prioritizes unit & individual efforts accordingly. Motivates Others- Creates a climate in which people want to do their best. Inspires, delegatess and empower others to share ownership and responsibility for achieving personal and organizational goals. Customer Focused- Meets the expectations & requirements of internal &/or external customers. Establishes & maintains relationships with customers to build trust & respect.

23. Leadership Competencies Healthy Self-Image- Understands personal strengths, weaknesses, opportunities & limits. Seeks insight from mistakes & is open to feedback. Continual Learner- Committed to personal improvement & self-development. Understands that effective learning involves continual effort & looks for opportunities to expand knowledge & understanding of themselves, their interrelationships with others & their profession. Fosters the Growth of Others- Recognizes that development of others contributes to individual & organizational growth. Encourages others to pursue developmental opportunities that challenge their current skills, knowledge & abilities. Models Integrity- Ethical and willing to stand up for what is right. Consistent with words & action. Takes personal responsibility & champions an idea or position. Realistic, Positive Outlook- Acts on the beliefs that the world can be a better place. Takes the positive view of issues & challenges & projects productive alternatives to various scenarios. Challenges Hypocrisy- Courageously confronts problems, inequities & takes reasonable & forceful action to resolve them. Will take a stand in the face of risk, adversity & ambiguity. Fun- Has a positive & constructive sense of humor. Able to laugh appropriately at self & others. Sees the playful, amusing and enjoyable aspects of life without being harmful or hurtful. Understands that fun & play are appropriate outlets for fostering creativity, reducing stress & building relationships. Balanced- Maintains a balance between personal, spiritual, social, physical, family & work life so that one does not dominate. Modifies life processes to attend to all aspects of wellbeing. Ethical, Honest- Honest, direct, truthful. Keeps confidences, admits mistakes & does not misrepresent the facts for personal gain. Acts in accordance with a strong sense of values & beliefs.

24. PeopleWorks Survey of Leadership Competencies Scoring Guidelines – Add the rating you gave to each question below, divide by two and enter the result. 1 ____ + 2 ____ = _______ /2 = _______ (Results Driven) 3 ____ + 4 ____ = _______ /2 = _______ (Visionary) 5 ____ + 6 ____ = _______ /2 = _______ (Provides Direction) 7 ____ + 8 ____ = _______ /2 = _______ (Manages Change) 9 ____ + 10____ = _______ /2 = _______ (Fosters Team Work) 11 ____ + 12____ = _______ /2 = _______ (Understands the Business) 13 ____ + 14____ = _______ /2 = _______ (Strategic Thinker) 15 ____ + 16____ = _______ /2 = _______ (Motivates Others) 17 ____ + 18____ = _______ /2 = _______ (Customer Focused) 19 ____ + 20____ = _______ /2 = _______ (Healthy Self Image) 21 ____ + 22____ = _______ /2 = _______ (Continual Learner) 23 ____ + 24____ = _______ /2 = _______ (Fosters the Growth of Others) 25 ____ + 26____ = _______ /2 = _______ (Models Integrity) 27____ + 28____ = _______ /2 = _______ (Realistic, Positive Outlook) 29 ____ + 30____ = _______ /2 = _______ (Challenges Hypocrisy) 31 ____ + 32____ = _______ /2 = _______ (Fun) 33 ____ + 34____ = _______ /2 = _______ (Balanced) 35 ____ + 36____ = _______ /2 = _______ (Ethical & Honest)

25. PeopleWorks Survey of Leadership Competencies Plotting Your Results Plot the result for each competency on the appropriate diagonal spoke below with the innermost ring equal to 1 (Describes you not at all) and the outermost ring equal to 5 (Describes you to a great extent). Healthy Self-Image Continual Learner Results Driven Foster Growth Of Others 5 Visionary 4 Models Integrity Provides Direction 3 2 1 Realistic, Positive Outlook Manages Change Challenges Hypocrisy Fosters Teamwork Fun Understands Business Balanced Strategic Thinker Motivates Others Customer Focused Ethical & Honest

26. Sample Healthy Self-Image Continual Learner Results Driven 5 Foster Growth Of Others Visionary 4 3 Develops Individuality Provide Direction 2 1 Realistic, Posi- tive Outlook Manage Change 0 Challenge Hypocrisy Foster Teamwork 1 2 Ethical & honest Understand Business 3 Balanced 4 Strategic Thinker 5 Motivate Others Fun Customer Focused

27. The left side of the radar chart above represents the ‘hard’ competencies that leaders ‘do.’ How did you score on these competencies? The right side of the chart above represents more of the ‘soft’ competencies that describe who leaders ‘are.” How did you score on these competencies? What do you think the scores say about your leadership skills? Of those on which you did not score yourself highly, which would provide you the greatest benefit if you were to develop? Competency for Improvement: ____________________________________________________________________ Why would this competency be worth developing? ____________________________________________________________________ Action Plan: __________________________________________________________ Competency for Improvement: ____________________________________________________________________ Why would this competency be worth developing? ____________________________________________________________________ Action Plan: __________________________________________________________

28. Summary • Effective leaders • Have the skills & knowledge to do the job • Have the wisdom, integrity and character to apply their skills & knowledge in a principled manner • Situational leadership provides an effective operating framework for leaders Follower Readiness Leader Behavior

29. Rosa Campos Hernandez, J.D., MPAff., is an innovative finance, legal, business and policy development professional with more than 17 years experience building consensus and collaborations among diverse groups of stakeholders, while effectively managing financial operations and building high performance teams. Rosa is president of Central Texas Utility Services LLC. She holds Law, Masters in Public Affairs, and Accounting degrees from the University of Texas at Austin. Garry McDaniel, Ed. D., is a partner in PeopleWorks - Texas a firm working with for-profit, non-profit and government entities to improve organization performance and productivity. Garry brings over 22 years experience as an executive developing leadership talent on a global basis. His skills include succession-planning, strategic planning, organization development, workforce and career planning, identification of leadership and management success factors, mentoring programs, web-based management tools, performance management, team-building and 360 feedback systems.